The New Boss

How to Survive the First 100 Days

by Peter Fischer

Number of pages: 175

Publisher: Kogan Page

BBB Library: Leadership, Operations Management

ISBN: 9780749452704

About the Author

Peter Fischer is an industrial psychologist and psychotherapist. He is the founder of FGI and for more than 15 years has supported senior executives in taking over new assignments, in change processes and in personal transitions. He has extensive experience in the implementation of performance management systems and has directed numerous cultural change projects.


Editorial Review

The New Boss is a guide for newly appointed senior managers to make a successful leadership transition.

Book Reviews

"The New Bossis an invaluable on-boarding guidebook and resource for any leader." Attain International.

Books on Related Topics

Wisdom to Share

You need figures on the status of the various products or services on the market, and you also need to know information about the organization's strategy.

The views of other departments and of customers on the problems that need to be solved are also necessary information for you in getting your bearings.

You have to know what your supervisor thinks should be dealt with urgently and what hopes your employees pin on your arrival.

The second thing you must identify is what the issues are that preoccupy people in the organization.

Successful managers also watch and carefully note the way criticism and mistakes are dealt with and the way people comment on the customers and company image.

Successful managers listen to the words people use, ask about the rules and observe habits.

Successful managers soak up the new organization and its culture like a sponge.

Many managers tend to focus on too few views, such as problems, facts or potentials.

Leadership transitions are bound to entail a multitude of interacting factors if the process of taking over a position is to stay on course.

Only when you succeed to do the above, you will have a realistic chance of initiating relatively big changes.

Managers must have contacts that enable them to appraise the political currents in the company and to secure the necessary support for carrying out their plans.

Developing key relationships also means judiciously building a powerful network.

The new boss is no longer seen as savior but rather someone who can't keep from mudslinging.

Misunderstandings and lack of clarity in important relationships are liable to lead to tensions that difficult phase of assuming a new position.

Relations with shareholders, superiors, employees, clients and colleagues decide the success of a change in leadership.

Colleagues expect appreciation for their contribution and if they found that, support for the new ideas would be their spontaneous reaction.

Successful managers in new positions listen in every direction for what is not said.

It is crucial to listen not only to the explicit expectations, but also to those hiding between the lines.

You get a load of problems at the very beginning, especially if you are touted as the savior of a team that is having trouble.

Expectations are the surest thing about a change in leadership because it almost brings to the surface every wish and hope although some of them might be impossible to meet.

New bosses aren't the only ones who ask themselves questions, as employees will also have their own questions, fears and expectations.

In many cases, the new executive will find that first impressions count and personal reputations are always at risk.

Most new executives will say they need a 'flying start' as there is no time to contemplate what they don't know because such an opportunity doesn't come along every day.

Innovation, consistently high standards and speed are of the essence in the face of less transparent and tougher competition.

Many of the new managers finish their assignments in one role at the same time as starting a new one; and the rising number of leadership transitions points to growing pressures on new managers to change and innovate.